Session 5 Leadership in the working environment Fundamental to assessment Michael G.Warner Chartered...
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Transcript of Session 5 Leadership in the working environment Fundamental to assessment Michael G.Warner Chartered...
Session 5
Leadership in the working environment
Fundamental to assessment
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Course ObjectivesTo deliver a coherent and deliverable
market oriented internal culture to encourage flexibility
which is SMART enough for your employer to understand and give you the go ahead.
To follow the CIM guidelines so as not to throw away marks
To maximise the LSM on-line resources
=
SUCCESSMichael G.Warner Chartered Marketer
MBA PGDipM FCIM FIDDM
Agenda
Origins of management
Functions, Roles and Qualities of Management
Leadership approaches and styles
Power and influence Culture
Thought leadership
Stakeholder relationship management
Assessing your leadership style
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Managerial Functions, Roles and Qualities
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Managerial Roles
Conceptualise
Design
Direct
Coordinate
Allocate Resources
Delegate
Review
Take corrective action
Develop Competitive
Strategies
Increase the Wealth of the
Company and that of
Shareholders
Increase Organisational
Performance
Outperform Competition
Observe the Laws.
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Management Paradigms
Management paradigms are; a term used to describe
the type of a manager an individual is, based on the
way they view the world, given their perceptions.
The word paradigm comes from the Greek and it
means “example”. So management paradigms are
nothing more but different management examples. ©
Dr George Panagiotou 2009
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Leadership Aspects A good leader should possess Interpersonal and Coordination
skills in order to influence the behaviour of others.
Management is about getting a task done
Leadership is about setting direction and focus whilst inspiring
employees to follow the direction and achieve the set goals and
objectives.
• A leader is expected to be visionary and dynamic whilst being
charismatic to guide the subordinates through influencing their
actions and behaviour.
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Leadership Traits
Perseverance and determination
Assertiveness
Self confidence and decisiveness
Adaptability
Cooperativeness
Stress tolerance
Acceptance of responsibility
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Leadership skills
Communicative and fluent
Coordination and organisation skills
Tactful
Diplomatic
Persuasive
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Approaches to leadership
Behavioural approach
The behavioural approach to leadership is concerned with the
behavioural aspects of leaders than the traits of leaders
Situational approach The Situational approach to leadership is concerned with the leaders adopting a leadership style which is suitable for the situation.
Transformational
Transformational leadership aims to transform the performance of
the organisation by carrying out changes to develop the
organisation
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Power and influence Power is concerned with capability of the leader to change the
behaviour of subordinates.
Influence is also concerned with changing behaviour of individuals however influence is less stronger than power and is more subtle
The culture of the organisation and the style of leadership practiced within the organisation has significant impact on the sources of power and the influence within the organisation.
In a hierarchical organisational structure which consist of autocratic leadership; power of the leader results from aspects such as position, seniority etc.
In organisations where the tasks performed need a high level of expertise, the power results form the expertise towards the specific task.
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Sources of Power French and Raven (1959)
Legitimate power - is resultant from the position held within that organisation.
Reward power - associated with rewarding the individual
Coercive power - associated with threatening to punish individuals for certain behaviour
Expert power - results from the skills and expertise towards a particular task
Referent power - special characteristics of the individual such as personality, charisma and interpersonal skills.
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Organisational Culture
• Organisational culture describes the set of values and beliefs of a society that have become a way of life for its members.
• Such values and beliefs are formed over a long period of time and are the outcome of a number of influential individuals and key events in the various stages of that society.
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
The Cultural Web
Source: Johnson Gerry (1992)NHS egs 3m
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Johnson Gerry (1992)
Bi cultural leadership
The influence of different cultures are present in any organisation and does
not necessary depend on whether the organisation is a international
organisation.
Leaders need to be aware of the different cultures present and need to be
able to mange the differences
Three approaches are present in managing different cultures
Ignore the differences between cultures
and conduct operations
Remove differences
Accept the differences between cultures
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Thought Leadership
This form of leadership significantly differs from traditional
methods of leadership and the leadership role is not resultant
from role, power or authority
Thought leadership is concerned with thinking creatively and in
a different way and inspiring others to think differently.
Any person within the organisation has the ability to become
thought leader and a thought leaders can emerge during a
meeting or discussion.
Thought leadership depend on the traits of the individuals and
not learned skillsMichael G.Warner Chartered Marketer
MBA PGDipM FCIM FIDDM
Innovation and learning within an organisation
Innovations can result in;
Operations-systems within the organisation.
Processers - processors which deliver value to the
customers
Products and services
Marketing – marketing research, communications
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Stakeholder relationship management
Assess stakeholder power and influence
This power and influence can vary on aspects such as investment made in
the organisation, authority of the stakeholder group over the organisation
and the power of the group on the activities of the organisation.
Developing and managing relationships with the stakeholders is important.
Misunderstandings and conflicts need to be avoided in order to maintain a
successful relationship.
Compatibility with stakeholders in the forms of shared values and beliefs
are important in maintaining effective relationships. Differences between
these groups and the organisation need to be effectively managed.
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Creating partnerships with stakeholders
In order to maintain effective relationships it is important that the leader
encourages people to;
Work on developing the relationships
Exchange information and
collaboration
Strive on quality improvement
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Assessing different leadership styles
It is important for a leader to identify his or her leadership style. The
following factors need to be considered when evaluating the leadership
style.
1) The leadership style that the individual would like to develop from
the identified styles.
2) The style which is suitable to the context of the organisation.
3) Barriers in developing and implementing of the preferred or the
suitable leadership style.
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
The Different Approaches to Management
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Conceptualising. To be insightful, progressive and able to generate new ideas.
Contextualising. To have the ability to put new ideas and visions in a context in order to make it easy for others to make sense of vague and abstract information.
Forecasting. To have the foresight to realistically anticipate future events in the economy and the particular industry and business.
Planning. To decide the activities of the organisation, develop key operationalguidelines and set performance criteria.
Organising. To allocate funds together with human and non-human resources to the various activity areas.
Communicating. To articulate requirements using a suitable language and pace according to the individual, team or group dealing with in order to aid understanding.
Motivating. To provide inspiration and incentives to relevant members in order toraise and maintain morale, proactiveness and goodwill in the organisation.
Coordinating. To synchronise, harmonise and maintain organisational activities.
Controlling. To monitor activities and overall progress in relation to the objectives and the preset criteria in order to maintain direction and pace.
Measuring. To evaluate the achievement of targets with the use of diverse qualitative and quantitative techniques in order to determine effectiveness of methods employed.
Taking Corrective Action. To modify the course of action according to emerging challenges and opportunities so that the desired performance against targets is achieved.
Transparency ofActivities.
To promote clear policies and procedures so that ambiguity and uncertainty are avoided.
Ethical Practices. To foster fairness, embed moral practices and ensure the good corporate citizenship of the organisation.
The Functions of Management
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Leadership in reality
It is important that the organisation and its leaders have a good
understanding of the theories of good leadership; however certain issues in
implementation may arise in implementation of theory to practice. Leaders
may be faced with certain challenges when implementing leadership
strategy which may not be within the control of the leader.
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM
Leadership Styles
Michael G.Warner Chartered Marketer MBA PGDipM FCIM FIDDM